I have hired a general manager who is very good at setting up systems and KPIs and achieving his numbers. But he can be abrupt and he tends to lead by force rather than motivating from behind. How do I get him to be more encouraging?
When we see a behaviour or a problem area it is a human tendency to focus in on it, to keep thinking about it and to wonder what to do about it. This actually makes it worse. It becomes a major focus and we tend to find more and more supporting evidence of our concerns. It may lead us or others to discuss the issue behind the person’s back, wondering what the best strategy is to get it resolved. Meanwhile we are not focusing on all the positives around the behaviour. The person senses there is something not right and might even be reacting to his or her perceptions of a problem looming.
So what can you do?
1. Ask questions and show interest: One of the most important things to do with all staff and managers that report to you is meet and talk regularly. This is a chance to build your relationship with that person, create a respectful trusting relationship which will enable you to openly discuss various aspects of his/her performance.
2. Clarify expectations for two-way communication: You need to start the relationship in a positive way, or move to this now if not done before. Explain that you would like to have an open honest relationship with two-way communication where you meet regularly (eg. every two to three weeks or monthly) and talk through issues, concerns, career discussion, his staff issues, etc. Explain that you are open to his/her feedback on the way you lead him/her and the business.
3. Set up agreed behaviours, values, communication styles: Organisations that articulate values and behaviours such as “respect”, “open communication”, “caring”, “listening” and these are role modeled by senior leaders go a long way to achieving a great culture where people are open to improving, care about each other and behave in ways that are productive. Some great businesses build these values into their appraisal process so people are managed not only on the “numbers” they deliver, or projects they complete, but also how they treat staff. But you need to have this set out up front so you have something to refer back to.
4. Reinforce the positives: Build on this person’s strengths. If he is good at setting up systems and KPIs and achieving his numbers, then tell him how well this is being done, and be specific with your feedback. If possible find more opportunities to develop this skill so he can do more of it, in wider areas of the business. Or find ways he can mentor others who are weaker with these skills. Find ways to stretch him on this strength so it is even better. It is often the case that we get a better return in our business form making people even stronger on their strengths than spending too much time trying to fill development needs.
5. Give specific feedback on areas to be improved: If he is forceful and abrupt what is the resulting problem that has arisen? Is one person or more, upset, feeling harassed, complaining or in any way having work impacted? Or is it you seeing someone behave differently to you yet getting the results?
If you can see a negative outcome resulting from his behaviour then you need to act within 24 hours of seeing, hearing the reports and these are the examples you need to provide. Link the behaviours to the values you have established, or the service principles you have created, or the team behaviours that are most important to you and the staff. Give examples of what you have seen that is de-motivating and discouraging and what you would like to see instead, that would encourage staff. Ask how this change can be achieved.
Explain how important the motivational side of the business is. Appeal to his sense of order, process and numbers and ask for suggestions on what systems he needs to have in pace to ensure this happens on a regular basis and the new behaviours become a habit.
Eve has produced hundreds of DVD resources and associated workbooks to help managers manage and to give feedback (www.7dimensions.com.au).
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